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Article: The effects of strategic orientations on technology- and market-based breakthrough innovations

TitleThe effects of strategic orientations on technology- and market-based breakthrough innovations
Authors
Issue Date2005
PublisherAmerican Marketing Association. The Journal's web site is located at http://www.marketingpower.com
Citation
Journal Of Marketing, 2005, v. 69 n. 2, p. 42-60 How to Cite?
AbstractDoes market orientation impede breakthrough innovation? To date, researchers have presented opposing arguments with respect to this important issue. To address this controversy, the authors conceptualize and empirically test a model that links different types of strategic orientations and market forces, through organizational learning, to breakthrough innovations and firm performance. The results show that a market orientation facilitates innovations that use advanced technology and offer greater benefits to mainstream customers (i.e., technology-based innovations) but inhibits innovations that target emerging market segments (i.e., market-based innovations). A technology orientation is beneficial to technology-based innovations but has no impact on market-based innovations, and an entrepreneurial orientation facilitates both types of breakthroughs. Different market forces (demand uncertainty, technology turbulence, and competitive intensity) exert significant influence on technology- and market-based innovations, and these two types of innovations affect firm performance differently. The results have significant implications for firm strategies to facilitate product innovations and achieve competitive advantages.
Persistent Identifierhttp://hdl.handle.net/10722/85874
ISSN
2015 Impact Factor: 3.885
2015 SCImago Journal Rankings: 6.612
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorZhou, KZen_HK
dc.contributor.authorYim, CKen_HK
dc.contributor.authorTse, DKen_HK
dc.date.accessioned2010-09-06T09:10:15Z-
dc.date.available2010-09-06T09:10:15Z-
dc.date.issued2005en_HK
dc.identifier.citationJournal Of Marketing, 2005, v. 69 n. 2, p. 42-60en_HK
dc.identifier.issn0022-2429en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85874-
dc.description.abstractDoes market orientation impede breakthrough innovation? To date, researchers have presented opposing arguments with respect to this important issue. To address this controversy, the authors conceptualize and empirically test a model that links different types of strategic orientations and market forces, through organizational learning, to breakthrough innovations and firm performance. The results show that a market orientation facilitates innovations that use advanced technology and offer greater benefits to mainstream customers (i.e., technology-based innovations) but inhibits innovations that target emerging market segments (i.e., market-based innovations). A technology orientation is beneficial to technology-based innovations but has no impact on market-based innovations, and an entrepreneurial orientation facilitates both types of breakthroughs. Different market forces (demand uncertainty, technology turbulence, and competitive intensity) exert significant influence on technology- and market-based innovations, and these two types of innovations affect firm performance differently. The results have significant implications for firm strategies to facilitate product innovations and achieve competitive advantages.en_HK
dc.languageengen_HK
dc.publisherAmerican Marketing Association. The Journal's web site is located at http://www.marketingpower.comen_HK
dc.relation.ispartofJournal of Marketingen_HK
dc.titleThe effects of strategic orientations on technology- and market-based breakthrough innovationsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0022-2429&volume= 69 No2&spage=42&epage=60&date=2005&atitle=The+Effects+of+Strategic+Orientations+on+Technology-and+Market-Based+Breakthrough+Innovations%27en_HK
dc.identifier.emailZhou, KZ: kevinz@hkucc.hku.hken_HK
dc.identifier.emailYim, CK: yimbck@hkucc.hku.hken_HK
dc.identifier.emailTse, DK: davidtse@hku.hken_HK
dc.identifier.authorityZhou, KZ=rp01127en_HK
dc.identifier.authorityYim, CK=rp01122en_HK
dc.identifier.authorityTse, DK=rp01100en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1509/jmkg.69.2.42.60756en_HK
dc.identifier.scopuseid_2-s2.0-17544383500en_HK
dc.identifier.hkuros108485en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-17544383500&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume69en_HK
dc.identifier.issue2en_HK
dc.identifier.spage42en_HK
dc.identifier.epage60en_HK
dc.identifier.isiWOS:000228151500004-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridZhou, KZ=7202914654en_HK
dc.identifier.scopusauthoridYim, CK=15770531500en_HK
dc.identifier.scopusauthoridTse, DK=7101916504en_HK

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